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![NEXT STEPS
• For ~7 days, record when you experienced [your word]
• Compare notes with cofounders, execs, family
• Flesh out values by describing experiences
• Cut word count to 25% (1-3 sentences)
• Same principles apply from previous slide](https://image.slidesharecdn.com/nasdaqentrepreneurialcenter-180503193223/75/Nasdaq-Entrepreneurial-Center-How-to-Pitch-Investors-Grow-Teams-Best-Friend-Your-Customers-25-2048.jpg)
![PITCH DECK
Intro As-Is
Why existing
approach fails New
Requirements
Solution
How it
works
Proof Next
steps
(AUDIENCE
PROFILE)
DIFFERENTIATORS PRODUCT
[CATEGORY]
MATURITY
CUSTOMER
STORIES
Proof
STATS,
QUOTES](https://image.slidesharecdn.com/nasdaqentrepreneurialcenter-180503193223/75/Nasdaq-Entrepreneurial-Center-How-to-Pitch-Investors-Grow-Teams-Best-Friend-Your-Customers-42-2048.jpg)
Uploaded byCaitlin Roberson
Nasdaq Entrepreneurial Center: How to Pitch Investors, Grow Teams & ‘Best-Friend’ Your Customers
The document outlines methods for pitching investors and building customer relationships by effectively telling a company’s story. It emphasizes the importance of defining a clear purpose, verifying the company's mission through customer engagement, and refining the narrative to ensure scalability and consistency. Key tactics include establishing core values, understanding customer needs, and crafting a streamlined messaging strategy to drive business outcomes.
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Nasdaq Entrepreneurial Center: How to Pitch Investors, Grow Teams & ‘Best-Friend’ Your Customers
- 1. Caitlin Roberson cr@clearww.com HOWTO PITCH INVESTORS, INSPIRETEAMS& ‘BEST-FRIEND’ YOUR CUSTOMERS
- 2. StakeholderResults Company Growth Category creation FOUNDERS STARTCOMPANIES TO IMPROVE SOMETHING
- 3. THEIRVISION INSPIRES ACTION. 1.Why thecompany exists 2.What’s different/better 3.What action to take 4.Why now
- 4. BUT BUILDING COMPANIES CREATESPRESSURE. Investors Partners Media Customers Board Team ProspectsCompetitors ?*#! !#?* Conflicting priorities d i l u t e results. #?!*
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- 7. STORY GONE WRONG -VCs say no -Star performers leave -Low morale -Poor Glassdoor reviews -Partners under-deliver -Customers churn -G2Crowd says what?! Leading Indicator How consistently does your team describe vision & mission?
- 8. Results CXO buyers at odds Newtagline, Analyst category Gartner Magic Quadrant Master asset IPO Year 1 2 3 SALESVS. FINANCE Enterprise software, Series F
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- 10. WHAT IS STORY? PointA Point B Help, wolf! I’ll never lie again! x
- 11. BUSINESS STORYTELLING Point APoint B ??? 6.8 people!
- 12. 3 STEPS: HOWYOUCAN… • Distill your personal purpose into company values, vision & mission, and tagline • Design an category creating narrative • Build lasting relationships withVCs and customers • Teach your team to tell the same inspired story
- 13. PHASE 1: DEFINE PURPOSE STARTWITH THE FOUNDERS
- 14. Consumer product, pre-seed ATALEOFTWO SISTERS
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- 19. VALUES EXERCISE 1. Whatdo you remember most about childhood? 2. What events shaped you in adolescence? 3. What were your family’s happiest times? 4. What are your most painful memories? 5. What experiences shaped you in college 6. Early career?
- 20. VALUES EXERCISE 1. Itis important for me be BE… 2. It is important for me to be KNOWN AS… 3. It is important for me to DO… 4. It is important for me to HAVE…
- 21. WHAT WORDS STANDOUT?
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- 23. HALLMARKS OF INSPIREDVALUES • Limitto <3-5 • Use surprising words & pairings • Offer tangible concepts that people visualize • Form the character fabric of your company • Can be used as evergreen, guiding principles
- 24. —Jon Miller, Cofounder& CEO “Consider couplets.” “After Marketo:10 Things I’m Doing Better The Second Time” Presented @ SaaSter Annual 2017: ScaleTogether With Doug Pepper, Managing Director @ ShastaVentures
- 25. NEXT STEPS • For~7 days, record when you experienced [your word] • Compare notes with cofounders, execs, family • Flesh out values by describing experiences • Cut word count to 25% (1-3 sentences) • Same principles apply from previous slide
- 27. PHASE 2: VERIFY ‘WHY’ HAVECUSTOMER CONVOS
- 28. — Zig Ziglar “Logictells, emotion sells.”
- 29. SELECT CUSTOMERS • ParetoPrinciple applies • So does Account-Based Marketing • Understand “jobs to be done” • Ask standard questions & improvise (Record & transcribe)
- 30. MATCH PRODUCTS & PROOFPOINTS
- 31. Email cr@clearww.com fortemplate. MESH & DOCUMENT ‘VOICE’ • Addresses tone, grammar logistics, content UX, variance by content type, and more
- 33. EXERCISE • Vision: Timelessstatement of the world you see • Mission: Timely statement of what you do to deliver on your vision • Brand Promise: Indicates vision & what you do (eg: mission) for customers • Positioning: Articulates where you fit into market, general guidelines, not industry specific like GTM
- 34. MARQUISTAGLINES Just do itThink different No software
- 35. TAGLINE BEST PRACTICES •Short: 2-3 words, excise adjectives • Thinks: Start with a command verb • Feels: Imply purpose with noun Seriously, this is going to take a while.
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- 38. PHASE 3: REFINE CORENARRATIVE BUILD SCALABLE ARCHITECTURE
- 39. 6 COMMON MISTAKES 1.No purpose… on purpose? (Values) 2. All about you & your features (Hero) 3. Immediately pitches a solution (Sequence) 4. Lacks third-party proof (Proof) 5. Inconsistent journey, relationship (Scalable) 6. Leaves listeners hanging (Actionable)
- 40. MESSAGING BEST PRACTICES •5 Feels • 10% Rule • Real people language (usually from customers) • Consistent story and tone (3-7X to trust)
- 41. STORYTELLINGTHAT SELLS 1. (Whoare you/your company?) 2. (Who is your audience?) 3. How does s/he current understand, approach what she needs to do? 4. Where & why do existing approaches fail? 5. What data, anecdotes, proof points back that up? (Impact) 6. What are requirements for a new approach? 7. How can s/he execute a new approach? (Crawl, walk, run) 8. What milestones & outcomes can s/he expect? When? 9. What proof of benefits exist? 10. What can s/he do next?
- 42. PITCH DECK Intro As-Is Whyexisting approach fails New Requirements Solution How it works Proof Next steps (AUDIENCE PROFILE) DIFFERENTIATORS PRODUCT [CATEGORY] MATURITY CUSTOMER STORIES Proof STATS, QUOTES
- 43. STORYTELLING PROGRAM CXOs Formal sharing Culture Incorporate in process Certification Measure personalization •Assets already mentioned + bios and 25, 50, 100 word value statements • Source materials: Company overview, one pager, customer stories
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- 47. WHAT DOES AMAZONVALUE? Workhard. Have fun. Make history.
- 48. WHAT DOES AMAZONVALUE? Relentlesscustomer focus Thinking longterm Bold investments Measurement Lean culture Stock > cash
- 49. SUMMARY: STORY SWAGGER 1.Define purpose (Values) 2. Target an audience (Hero) 3. Educate, solve a problem (Sequence) 4. Provide proof (Proof) 5. Create relationship (Scalable) 6. Offer a clear next step (Actionable)
- 50. TIPPING POINTSStorytellingeffectiveness Company growth Visionaryfounders, new approach Purpose Customers Scalable architecture Business outcomes
- 51. Caitlin Roberson: cr@clearww.com Thanks! &Conversation